Every crisis is an opportunity, and for Kiama Council, the critical findings in the Miller Review and the Discussion Paper on the Draft Growth and Housing Strategy present a chance to set a new benchmark for excellence. While these documents highlight serious shortcomings - vague timelines, unclear strategies, and a lack of measurable actions -they also lay the foundation for something extraordinary: the chance for Kiama to become a leader in best practice governance.

At the heart of the Miller Review’s critique is a lack of clarity. The draft Growth and Housing Strategy fails to explain how the council will deliver 900 new homes by 2029—a promise made under the National Housing Accord. Without timelines and actionable steps, this target remains just that: a target, not a reality.

However, Kiama Council has signalled its commitment to stepping up and addressing these issues. The Discussion Paper outlines several steps, including aligning the strategy with the NSW Government’s Local Housing Strategy Guidelines, clarifying evidence, and introducing transparent growth principles. The Council has also committed to revising and publicly reporting performance indicators, providing annual updates on housing delivery progress.

Additionally, the Council plans to engage more proactively with state agencies and infrastructure providers to ensure that identified growth areas are serviced within defined timeframes. This collaborative approach aims to address past inefficiencies while creating a framework for delivering results that the community can trust.

By embedding clear timelines, measurable goals, and transparent reporting mechanisms, Kiama Council has the chance to transform a difficult critique into a legacy of leadership. The question now is whether this opportunity will be seized, and whether Kiama can deliver the necessary changes to achieve excellence in governance and housing delivery.

The Discussion Paper sets out timelines for Development Applications (DAs), requiring faster approvals year by year until councils meet an 85-day turnaround by 2027. This is a strong step, but why stop there? Best practice governance means applying these principles across all areas of council operations:

• Project Timelines: Every action, from infrastructure repairs to community grants, should have a clear deadline.
• Public Accountability: Regular updates on progress and explanations for any delays build community trust.
• Strategic Reporting: Performance indicators should be implemented across all departments, with achievements reported publicly.

Clear timelines don’t just prevent drift, they demonstrate respect for the people waiting on decisions.

The Miller Review highlighted gaps in Kiama’s housing strategy, but those gaps are also opportunities. By addressing the recommendations, council can show the region, and the state, what good governance looks like:

• Data-Driven Planning: Use detailed evidence to show how housing targets will be met, ensuring transparency and accessibility.
• Infrastructure Integration: Collaborate with agencies like Transport for NSW and Sydney Water to align housing with essential services.
• Community-Centred Development: Engage residents meaningfully to balance growth with the preservation of Kiama’s unique character.

Good governance doesn’t end with housing. The Miller Review points to a broader truth: councils should operate like professional organisations, with efficiency, transparency, and accountability at their core. 

This means:

• Streamlining Processes: Cut through red tape to provide clear pathways for businesses, developers, and residents.
• Transparency in Decision-Making: Publish criteria for approvals, timelines for decisions, and reasons behind council actions.
• Community Partnerships: Regularly consult and engage the public to build shared ownership of outcomes.

When done right, these practices don’t just improve operations, they build trust.

Here’s the thing about being under the microscope: it’s uncomfortable, but it forces you to grow. The Miller Review and Discussion Paper give Kiama Council the roadmap to do just that. By embracing best practice governance, the council can turn criticism into a blueprint for success.

Imagine a Kiama where every project runs to time, where residents know what’s happening and why, and where decisions are made transparently and with measurable outcomes. That’s not just good governance, it’s a standard the whole state could look to.

This is Kiama’s opportunity. The question is, will the council take it?